Smart Grid Maturity Model

Update | October 2010

SGMM Update October 2010 1

About the Smart Grid
Maturity Model
The Smart Grid Maturity Model (SGMM)
is a management tool that utilities can
leverage to plan their smart grid journeys,
prioritize their options, and measure their Lee Krevat, Director
progress as they move toward the
SDG&E is working hard to realize the benefits of smart
grid. Going through the SGMM Navigation process with our
cross-cutting smart grid team gave us an opportunity to take
a step back to share diverse perspectives and take stock of
our progress and strategic direction. We look forward to
benefiting not just from our own use of the model but to
sharing experiences and lessons learned with other utilities
in the SGMM community.
Smart Grid, San Diego Gas & Electric

realization of a smart grid. The SGMM

was founded by utilities for utilities when SGMM

Navigation Process
the Global Intelligent Utility Network The SGMM Navigation is a structured approach to applying the
SGMM through a facilitated workshop process. SEI-certified SGMM
Coalition, a smart grid collaboration of 11 Navigators work with the utilitys smart grid team to complete the
utilities, saw the need in the industry for SGMM Compass survey on a consensus basis promoting internal
information sharing and discussion. After scoring and analyzing the
this tool. The model describes eight survey, the Navigator leads a second workshop to review the
findings and use them to set organizational aspirations for an
domains, which contain logical groupings agreed time horizon and to discuss related motivations, obstacles,
of incremental smart grid characteristics and required actions. These outputs are valuable inputs into the
utilitys ongoing planning and implementation process, and they set
and capabilities that represent key a baseline for measuring progress.

elements of smart grid strategy, organiza- The Navigation process provides benefits to the utilities using the
tion, implementation, and operation. SGMM, the Navigator supporting the utility, and the SGMM
community as a whole. Utilities report significant value from the
Utilities use the SGMM to assess their detailed reports with data that feeds into the strategic planning
processincluding comparisons to the model and the community
current state of smart grid implementa- as well as individual aspirations and associated actions. Utilities
tion, define their goals for a future state, also benefit from the improved communication and consensus
building promoted by the workshop discussion of current and
and generate inputs into their desired smart grid status.

roadmapping, planning, and implementa- The Navigator adds industry expertise to the process and has an
tion processes. As more and more utilities opportunity to better understand the goals and rationale of the
utilitys smart grid improvement efforts.
around the globe participate and the
The community benefits by having the SGMM applied and
SGMM experience base grows, the used in comprehensive and consistent fashion, improving the
SGMM becomes an increasingly valuable completeness and fidelity of the data. In addition to maturity profile
data, the data collected in the Aspirations Workshops can
resource for helping to inform the contribute to a deeper understanding of smart grid trends. On
an aggregated basis, this data can help inform utilities in their
industrys smart grid transformation. planning and other stakeholders as they provide products and
services to support these plans.

SURVEY ASPIRATIONS
PREPARATION ANALYSIS WRAP UP
WORKSHOP WORKSHOP

Figure 1: Steps in the

Navigation process

2 SGMM Update October 2010

The SEI Announces the SGMM V1.1 Product Suite
In September 2010, Carnegie Mellon Universitys Software Specific V1.1 Improvements
Engineering Institute (SEI) published V1.1 of the Smart Grid
Maturity Model (SGMM). This version of the model was pilot An Expanded SGMM Model Definition Document
tested with more than 30 utilities to ensure the quality and usability
of the update. With V1.1, users will benefit from a significantly The model architecture has been codified and refined to ensure more
improved model and supporting product suite that is built upon the consistent maturity progression within each domain.
familiar architecture created in previous versions of the model.
Organizations still receive a maturity profile of their rating in each
Because the architecture was retained, organizations can compare domain, but they no longer receive a single overall maturity rating.
their current V1.1 results against those obtained using earlier
versions of the model. A consistent labeling scheme ensures easy mapping among
model artifacts.

New content better describes the SGMM levels and domains.

New security and critical infrastructure characteristics have been

incorporated.

V 1.1 PRODUCT SUITE The characteristics now include more explanatory and educational
text as well as more examples for clarification to enable consistent
understanding and application of the model.
Definition document
Model Matrix
An Updated and Refined SGMM Survey, Now Called Compass
Compass Compass Survey yields maturity ratings and
The new Compass includes demographic, scope, and performance
Survey performance comparisons questions in addition to questions about the achievement of model
characteristics.
Navigation Expert-led workshops to complete Compass
and use results to inform objectives Users can move easily between the Compass survey and the Model
Process Definition with a one-to-one mapping between Model Definition
characteristics and Compass questions.
Overview seminar
Training SGMM Navigator course Sixty-two percent of Compass questions or answer options
have been updated to elicit more accurate and consistent responses.

License organizations and certify individuals to Twenty-nine new questions were added to support the new
Licensing deliver Navigation process characteristics that were added to the model. Eight questions
were removed.

Figure 2: Overview of the

product suite A New SGMM Navigation Process

The SGMM Navigation process defines a five-step process

for how an organization can use the model to help chart a
New Unchanged technical, organizational, and operational path through its grid
16% 22% modernization effort.

SGMM Navigators are industry experts trained and certified by

the SEI to guide utilities through the process and to help them to
Significantly use the outputs in their ongoing planning and implementation.
changed
Slightly
28% Users of the SGMM Navigation process report finding substantial
changed
34% value in the information sharing and consensus building that occurs
through the facilitated workshops.

This repeatable process also allows for consistent application of

Figure 3: Changes in model the model across markets, organizations, and time and increases
characteristics from V1.0 to V1.1 the quality of SGMM community data.

The latest release of the SGMM is available at: http://www.sei.cmu.edu/goto/SGMM.

SGMM Update October 2010 3

 Early Trends in Repeat Use of the SGMM to Track Progress
A small but growing number of utilities have now taken the SGMM
survey more than once. The figure below summarizes the before
and after maturity profiles of these organizations.

5
Strategy, Management, and Regulatory
4
Organization and Structure

Grid Operations
3
Maturity Level

Work and Asset Management

2 Technology

Customer
1
Value Chain Integration

0 Societal and Environmental

1st 2nd 1st 2nd 1st 2nd 1st 2nd 1st 2nd 1st 2nd 1st 2nd 1st 2nd

Figure 4: Average and range of maturity scores for utilities that have
completed the SGMM survey twice

As the SGMM community expands, more and more utilities will

use the SGMM as part of their ongoing planning, implementation,
and progress measurement cycles. This will provide useful
Pepco Holdings has been involved with the SGMM since its
inception. We recently completed the survey again, using the
SGMM Navigation process. This was helpful in fostering
feedback for the utilities themselves and potentially valuable
insights for the community as a whole. For example, looking at candid, fact-based discussion of where we have been, where
the SMR and OS domains in Figure 3, users may infer that these we are today, and where we expect to be in the future. We look
utilities have shown the most progress in these two domains as forward to using the tool as an integral part of our ongoing
they are foundational in terms of establishing the vision, strategy, planning and transformation process, and in measuring our
regulatory pathway, funding, organizational structure, workforce
preparedness, and other fundamental building blocks for a smart
grid transformation. This analysis also provides useful feedback
progress over time.

George Potts

into the ongoing improvement and evolution of the model itself. Vice President, Business Transformation
For example, V1.1 tightened the characteristics of the SE domain Pepco Holdings, Inc.
in response to user and reviewer input. This may be a factor in the
slight decline in SE ratings. DOES YOUR ORGANIZATION WORK WITH ELECTRIC
UTILITIES? ARE YOU AN INDUSTRY EXPERT?
This repeat-use analysis is an example of the type of analysis the
SEI will be able to perform as the SGMM database grows. Other
examples may include
segmented analysis and comparison by utility size, type,

geography, or other variables The SEI offers a training and certification program to enable
pattern identification from community lessons learned industry experts to become SEI-Certified SGMM Navigators.
correlations of maturity and performance over time If you would like more information about this program, please
contact info@sei.cmu.edu or (412) 268-5800.
These more granular analyses will generate additional insights for
use in industry planning and implementation, business case
development, progress measurement, and performance feedback.
V 1.1 PRODUCT SUITE
4 SGMM Update October 2010
Definition document
Model Matrix
 SGMM Community
Community Data

The SGMM community continues to grow, with nearly 100 utilities The SGMM helped to define and clarify
having participated to date. The figures below show the aggregate a roadmap for smart grid implementa-
maturity profile, geographic distribution, and type of operation for tion. We were able to assess our
this expanding community.
existing plan and make changes to it;
the tool shows that there is more than
5
one way to construct a smart grid plan.
We feel that the SGMM tool really
4
shows the breadth of the smart grid.
Maturity Level

3 The final report offers an objective

analysis of our utility; it provides more
weight to the results and has created a
2 communication tool that we can share
with the community to help us leverage
support as we set a future vision.
1
AMP members on their participation
in the pilot study
0

Figure 5: Average and range of

maturity scores for all SGMM
Compass survey responses

SINGLE FUNCTION PARTIALLY INTEGRATED

2 Functions

2.2%
Generation, Distribution
2.2%
Generation, Transmission
25.8% 9%
Distribution Only Transmission, Distribution
10.1%
Distribution, Retail
Transmission

2.2%
Distribution

4.5%
Generation

Transmission Only Generation, Distribution,

38.3%

55.3%

52.1%
91.5%
Retail

Retail
4.5%
Generation, Transmission,
27% Distribution
Figure 7: Functions
Generation, Transmission, 12.4% reported by SGMM users
Distribution, Retail Transmission, Distribution, (percentages equal more
Retail than 100 because many
users report multiple
FULLY INTEGRATED PARTIALLY INTEGRATED functions)
4 Functions 3 Functions

Figure 6: Detailed breakdown of utility type

reported by SGMM users

SGMM Update October 2010 5

 Broader Participation Public Power International Application

In addition to expanding the size of the SGMM community, the Utilities outside the United States continue to use the SGMM as
SEI is making a concerted effort to increase the diversity of the they have since its inception. More recently, the SEI has been asked
community. Among the steps taken to elicit broad-based input and to work with government authorities to apply the SGMM at a
participation was the creation of a stakeholder panel to represent national or regional level.
the full range of SGMM stakeholders. One question voiced by panel
members was to what extent the SGMM could be useful to all In the summer of 2010, the Mexican national utility, Comisin
types investor-owned, publicly owned, cooperative and sizes Federal de Electricidad (CFE), and the Mexican Energy Ministry,
of utilities. With the support of the Department of Energy and the Secretara de Energa de Mxico (SENER), became the first
American Public Power Associations Demonstration of Energy- organizations to apply the SGMM at the national level as an aid in
Efficient Developments (DEED) research program, the SEI conducted developing a national smart grid roadmap. CFE is one of the worlds
a pilot study using the SGMM Navigation process with American largest utilities, serving 33.9 million customers.
Municipal Power (AMP), in Columbus, Ohio, and 22 of its
member utilities. After familiarizing themselves with the SGMM, the CFE/SENER
team selected a group from three CFE divisions (representing
The participating utilities found that the SGMM provided a different regions, load profiles, and conditions within Mexico) to
common language and framework for discussing smart grid and participate in an SGMM pilot, thus providing insight at both the
recommended it for other public power utilities. national and regional levels. With the support of the U.S.
Department of Energy and U.S. Embassy in Mexico City, CFE applied
At the same time, the SEI gained valuable insight into how the the model using the SGMM Navigation process facilitated by the
SGMM can be made accessible and useful to the public power SEI. A group of some 30 CFE and SENER staff members completed
sector, and the SEI plans to continue to conduct this kind of the Compass survey in a workshop in Mexico City. A month later,
outreach to the broad spectrum of U.S. utilities. a CFE/SENER team traveled to Washington, D.C. for a second
workshop to review the findings and use the SGMM in setting
Figure 8: Distribution of aspirations for smart grid planning and deployment.
Other
14%
SGMM users by region

Asia/Pacific
The CFE team found the process very helpful in identifying issues
13% for discussion, providing a baseline for measuring progress, and
United States generating valuable inputs into the planning process. CFE and
EMEA
60%
13% SENER agreed that the SGMM can be usefully applied at the
national level in developing a smart grid roadmap for Mexico,
and potentially for other countries embarking on a smart grid
transformation.

100,000,000 Figure 9: Meter count

for SGMM users.
10,000,000

1,000,000

100,000

10,000

1,000
0 10 20 30 40 50 60 70 80 90 100
Survey Respondents

6 SGMM Update October 2010

Highlights from the Aspiration Workshops Conducted in 2010
SGMM Motivations Actions Obstacles
Domains What motivates your aspirations? What actions must happen? What obstacles must be
overcome?
SMR improved business performance, integrate with existing strategy budget constraints and justification
success, and growth secure funding skepticism of value
improved productivity and profitability prioritize and plan scale, scope, and pace of change
educate stakeholders

OS empowered and involved workforce create a unified vision, strategy, goals, resistance to change
improved decision making and plan culture
addressed aging workforce provide training skill gaps
transform policies and processes

GO supported distributed generation (DG) deploy the necessary infrastructure interoperability and availability of
cost savings implement plan technology
resiliency and reliability develop improved analytic capabilities risk and complexity
security and privacy

WAM decreased recovery time improve GIS systems high-risk environment

increased asset utilization and extend develop standards for new technologies managing large amounts of data
asset life perceived ROI

TECH systems integration and compatibility enforce architecture and standards cyber security risks
security and critical infrastructure fill application gaps regulatory and statutory issues
protection devise IT master plan increased systems complexity
complex grid operations management develop dynamic data distribution model technology lifespan

CUST improved customer develop customer enabling technologies customer willingness, acceptance, and
satisfaction and programs adoption
choice understand customer wants/needs privacy issues
quality of service educate customers customer attitudes and behaviors
empowerment

VCI market demand for DG obtain regulatory approvals tariff structure

enabled supply and demand create new rate structures reduced revenue from reduced use
management promote adoption of enabling marketplace readiness
fuel diversity technologies cross company pricing
reduced emissions develop DG incentives

SE meeting public policy objectives develop clear direction ability to make it cost effective
being socially responsible define and report metrics and measures balancing conflicting goals among
sustainability support technological advancements stakeholders
improved image

Figure 10: Data points gathered during aspirations workshops conducted in 2010 with 20 utilities

SGMM Update October 2010 7

Smart Grid Maturity Model: Matrix
The Matrix offers a summary view of the Smart Grid Maturity Model. It has an easy-to-access format with shortened
versions of the expected characteristics contained in the model and is an excellent reference for SGMM users.
Technology (TECH)
IT architecture, standards, infrastructure, integration, tools
PIONEERING 1 Autonomic computing and machine learning are implemented.
5
2 The enterprise information infrastructure can automatically iden-
tify, mitigate, and recover from cyber incidents.
OPTIMIZING 1 Data flows end to end from customer to generation.
4
2 Business processes are optimized by leveraging the enterprise IT
architecture.
3 Systems have sufficient wide-area situational awareness to en-
able real-time monitoring and control for complex events.
4 Predictive modeling and near real-time simulation are used to
optimize support processes.
5 Performance is improved through sophisticated systems that are
informed by smart grid data.
6 Security strategy and tactics continually evolve based on
changes in the operational environment and lessons learned.
INTEGRATING 1 Smart grid-impacted business processes are aligned with the
3
enterprise IT architecture across LOBs.
2 Systems adhere to an enterprise IT architectural framework for
smart grid.
3 Smart grid-specific technology has been implemented to improve
cross-LOB performance.
4 The use of advanced distributed intelligence and analytical capa-
bilities are enabled through smart grid technology.
5 The organization has an advanced sensor plan.
6 A detailed data communication strategy and corresponding
tactics that cross functions and LOBs are in place.
ENABLING 1 Tactical IT investments are aligned to an enterprise IT architec-
2
ture within an LOB.
2 Changes to the enterprise IT architecture that enable smart grid
are being deployed.
3 Standards are selected to support the smart grid strategy within
the enterprise IT architecture.
4 A common technology evaluation and selection process is applied
for all smart grid activities.
5 There is a data communications strategy for the grid.
6 Pilots based on connectivity to distributed IEDs are underway.
7 Security is built into all smart grid initiatives from the outset.
INITIATING 1 An enterprise IT architecture exists or is under development.
1
2 Existing or proposed IT architectures have been evaluated for
quality attributes that support smart grid applications.
3 A change control process is used for applications and IT infra-
structure.
4 Opportunities are identified to use technology to improve depart-
mental performance.
5 There is a process to evaluate and select technologies in align-
ment with smart grid vision and strategies.
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8 SGMM Update October 2010
Customer (CUST)
pricing, customer participation and experience, advanced services
1 Customers can manage their end-to-end energy supply and usage
levels.
2 There is automatic outage detection at the premise or device level.
3 Plug-and-play, customer-based generation is supported.
4 Security and privacy for all customer data is assured.
5 The organization plays a leadership role in industry-wide informa-
tion sharing and standards development efforts for smart grid.
1 Support is provided to customers to help analyze and compare
usage against all available pricing programs.
2 There is outage detection and proactive notification at the circuit
level.
3 Customers have access to near real-time data on their own usage.
4 Residential customers participate in demand response and/or
utility-managed remote load control programs.
5 Automatic response to pricing signals for devices within the
customers premise is supported.
6 In-home net billing programs are enabled.
7 A common customer experience has been integrated.
1 The organization tailors programs to customer segments.
2 Two-way meter communication has been deployed.
3 A remote connect/disconnect capability is deployed.
4 Demand response and/or remote load control is available to resi-
dential customers.
5 There is automatic outage detection at the substation level.
6 Residential customers have on-demand access to daily usage
data.
7 A common experience has been implemented across two or more
customer interface channels.
8 Customer education on how to use smart grid services to curtail
peak usage is provided.
9 All customer products and services have built-in standards based
on security and privacy controls.
1 Pilots of remote AMI/AMR are being conducted or have been
deployed.
2 The organization has frequent (more than monthly) knowledge of
residential customer usage.
3 The organization is modeling the reliability of grid equipment.
4 Remote connect/disconnect is being piloted for residential cus-
tomers.
5 The impact on the customer of new services and delivery pro-
cesses is being assessed.
6 Security and privacy requirements for customer protection are
specified for smart grid-related pilot projects and RFPs.
1 Research is being conducted on how to use smart grid technolo-
gies to enhance the customers experience, benefits, and partici-
pation.
2 Security and privacy implications of smart grid are being investi-
gated.
3 A vision of the future grid is being communicated to customers.
4 The utility consults with public utility commissions and/or other
government organizations concerning the impact on customers.
Smart Grid Maturity Model: Matrix
Strategy, Management, and Regulatory (SMR)
vision, planning, governance, stakeholder collaboration
PIONEERING 1 Smart grid strategy capitalizes on smart grid as a foundation
5
for the introduction of new services and product offerings.
2 Smart grid business activities provide sufficient financial
resources to enable continued investment in smart grid
sustainment and expansion.
3 New business model opportunities emerge as a result of smart
grid capabilities and are implemented.
OPTIMIZING 1 Smart grid vision and strategy drive the organizations strategy
4
and direction.
2 Smart grid is a core competency throughout the organization.
3 Smart grid strategy is shared and revised collaboratively with
external stakeholders.
INTEGRATING 1 The smart grid vision, strategy, and business case are
3
incorporated into the vision and strategy.
2 A smart grid governance model is established.
3 Smart grid leaders with explicit authority across functions
and lines of business are designated to ensure effective
implementation of the smart grid strategy.
4 Required authorizations for smart grid investments have been
secured.
ENABLING 1 An initial smart grid strategy and a business plan are approved
2
by management.
2 A common smart grid vision is accepted across the
organization.
3 Operational investment is explicitly aligned to the smart grid
strategy.
4 Budgets are established specifically for funding the
implementation of the smart grid vision.
5 There is collaboration with regulators and other stakeholders
regarding implementation of the smart grid vision and strategy.
6 There is support and funding for conducting proof-of-concept
projects to evaluate feasibility and alignment.
INITIATING 1 Smart grid vision is developed with a goal of operational
1
improvement.
2 Experimental implementations of smart grid concepts are
supported.
3 Discussions have been held with regulators about the
organizations smart grid vision.
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SGMM Update October 2010 9
Organization and Structure (OS)
culture, structure, training, communications, knowledge
management
1 The organizational structure enables collaboration with other
grid stakeholders to optimize overall grid operation and health.
2 The organization is able to readily adapt to support new
ventures, products, and services that emerge as a result of
smart grid.
3 Channels are in place to harvest ideas, develop them, and
reward those who help shape future advances in process,
workforce competencies, and technology.
1 Management systems and organizational structure are capable
of taking advantage of the increased visibility and control
provided by smart grid.
2 There is end-to-end grid observability that can be leveraged by
internal and external stakeholders.
3 Decision making occurs at the closest point of need as a result
of an efficient organizational structure and the increased
availability of information due to smart grid.
1 The smart grid vision and strategy are driving organizational
change.
2 Smart grid measures are incorporated into the measurement
system.
3 Performance and compensation are linked to smart grid
success.
4 Leadership is consistent in communication and actions
regarding smart grid.
5 A matrix or overlay structure to support smart grid activities is
in place.
6 Education and training are aligned to exploit smart grid
capabilities.
1 A new vision for a smart grid begins to drive change and affect
related priorities.
2 Most operations have been aligned around end-to-end
processes.
3 Smart grid implementation and deployment teams include
participants from all impacted functions and LOBs.
4 Education and training to develop smart grid competencies
have been identified and are available.
5 The linking of performance and compensation plans to achieve
smart grid milestones is in progress.
1 The organization has articulated its need to build smart grid
competencies in its workforce.
2 Leadership has demonstrated a commitment to change the
organization in support of achieving smart grid.
3 Smart grid awareness efforts to inform the workforce of smart
grid activities have been initiated.
Smart Grid Maturity Model: Matrix
Value Chain Integration (VCI)
demand and supply management, leveraging market
opportunities
PIONEERING 1 The optimization of energy assets is automated across the full
5
value chain.
2 Resources are adequately dispatchable and controllable so
that the organization can take advantage of granular market
options.
3 Automated control and resource optimization schemes
consider and support regional and/or national grid optimization.
OPTIMIZING 1 Energy resources (including Volt/VAR, DG, and DR) are
4
dispatchable and tradable.
2 Portfolio optimization models that encompass available
resources and real-time markets are implemented.
3 Secure two-way communications with Home Area Networks
(HANs) are available.
4 Visibility and potential control of customers large-demand
appliances to balance demand and supply is available.
INTEGRATING 1 An integrated resource plan is in place and includes new
3
targeted resources and technologies.
2 Customer premise energy management solutions with market
and usage information are enabled.
3 Additional resources are available and deployed to provide
substitutes for market products to support reliability or other
objectives.
4 Security management and monitoring processes are deployed
to protect the interactions with an expanded portfolio of value
chain partners.
ENABLING 1 Support is provided for energy management systems for
2
residential customers.
2 The value chain has been redefined based on its smart grid
capabilities.
3 Pilots to support a diverse resource portfolio have been
conducted.
4 Secure interactions have been piloted with an expanded
portfolio of value chain partners.
INITIATING 1 Assets and programs necessary to facilitate load management
1
are identified.
2 Distributed generation sources and the capabilities needed to
support them are identified.
3 Energy storage options and the capabilities needed to support
them are identified.
4 There is a strategy for creating and managing a diverse
resource portfolio.
5 Security requirements to enable interaction with an expanded
portfolio of value chain partners have been identified.
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10 SGMM Update October 2010
Societal and Environmental (SE)
responsibility, sustainability, critical infrastructure, efficiency
1 Triple bottom line goals align with local, regional, and national
objectives.
2 Customers control their energy-based environmental footprints
through automatic optimization of their end-to-end energy
supply and usage level (energy source and mix).
3 The organization is a leader in developing and promoting
industry-wide resilience best practices and/or technologies for
protection of the national critical infrastructure.
1 The organization collaborates with external stakeholders to
address environmental and societal issues.
2 A public environmental and societal scorecard is maintained.
3 Programs are in place to shave peak demand.
4 End-user energy usage and devices are actively managed
through the utilitys network.
5 The organization fulfills its critical infrastructure assurance
goals for resiliency, and contributes to those of the region and
the nation.
1 Performance of societal and environmental programs are
measured and effectiveness is demonstrated.
2 Segmented and tailored information that includes
environmental and societal benefits and costs is available to
customers.
3 Programs to encourage off-peak usage by customers are in
place.
4 The organization regularly reports on the sustainability and the
societal and environmental impacts of its smart grid programs
and technologies.
1 Smart-grid strategies and work plans address societal and
environmental issues.
2 Energy efficiency programs for customers have been
established.
3 The organization considers a triple bottom line view when
making decisions.
4 Environmental proof-of-concept projects are underway that
demonstrate smart grid benefits.
5 Increasingly granular and more frequent consumption
information is available to customers.
1 The smart grid strategy addresses the organizations role in
societal and environmental issues.
2 The environmental benefits of the smart grid vision and
strategy are publicly promoted.
3 Environmental compliance performance records are available
for public inspection.
4 The smart grid vision or strategy specifies the organizations
role in protecting the nations critical infrastructure.
Smart Grid Maturity Model: Matrix
Grid Operations (GO)
reliability, efficiency, security, safety, observability, control
PIONEERING 1 Self-healing capabilities are present.
5
2 System-wide, analytics-based, and automated grid decision
making is in place.
OPTIMIZING 1 Operational data from smart grid deployments is being used to
4
optimize processes across the organization.
2 Grid operational management is based on near real-time data.
3 Operational forecasts are based on data gathered through
smart grid.
4 Grid operations information has been made available across
functions and LOBs.
5 There is automated decision-making within protection
schemes that is based on wide-area monitoring.
INTEGRATING 1 Smart grid information is available across systems and
3
organizational functions.
2 Control analytics have been implemented and are used to
improve cross-LOB decision-making.
3 Grid operations planning is now fact-based using grid data
made available by smart grid capabilities.
4 Smart meters are important grid management sensors.
5 Grid data is used by an organizations security functions.
6 There is automated decision-making within protection
schemes.
ENABLING 1 Initial distribution to substation automation projects are
2
underway.
2 Advanced outage restoration schemes are being implemented,
which resolve or reduce the magnitude of unplanned outages.
3 Aside from SCADA, piloting of remote asset monitoring of key
grid assets to support manual decision making is underway.
4 Investment in and expansion of data communications networks
in support of grid operations is underway.
INITIATING 1 Business cases for new equipment and systems related to
1
smart grid are approved.
2 New sensors, switches, and communications technologies are
evaluated for grid monitoring and control.
3 Proof-of-concept projects and component testing for grid
monitoring and control are underway.
4 Outage and distribution management systems linked to
substation automation are being explored and evaluated.
5 Safety and security (physical and cyber) requirements are
considered.
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SGMM Update October 2010 11
Work and Asset Management (WAM)
asset monitoring, tracking and maintenance, mobile workforce
1 The use of assets between and across supply chain
participants is optimized with processes defined and executed
across the supply chain.
2 Assets are leveraged to maximize utilization, including just-in-
time asset retirement, based on smart grid data and systems.
1 A complete view of assets based on status, connectivity, and
proximity is available to the organization.
2 Asset models are based on real performance and monitoring
data.
3 Performance and usage of assets is optimized across the asset
fleet and across asset classes.
4 Service life for key grid components is managed through
condition-based and predictive maintenance, and is based on
real and current asset data.
1 Performance, trend analysis, and event audit data are available
for components of the organizations systems.
2 CBM programs for key components are in place.
3 Remote asset monitoring capabilities are integrated with asset
management.
4 Integration of remote asset monitoring with mobile workforce
systems, in order to automate work order creation, is
underway.
5 An integrated view of GIS and asset monitoring is in place.
6 Asset inventory is being tracked using automation.
7 Modeling of asset investments for key components is
underway.
1 An approach to track, inventory, and maintain event histories of
assets is in development.
2 An integrated view of GIS for asset monitoring based on
location, status, and interconnectivity (nodal) has been
developed.
3 An organization-wide mobile workforce strategy is in
development.
1 Enhancements to work and asset management have been built
into approved business cases.
2 Potential uses of remote asset monitoring are being evaluated.
3 Asset and workforce management equipment and systems are
being evaluated for their potential alignment to the smart grid
vision.
About the Software Engineering Institute About APQC

In 2009, Carnegie Mellon Universitys APQC is a non-profit member-based

Software Engineering Institute (SEI) research organization with more than 30
became the steward of the SGMM. years of systematic quality and process
A global leader in software and systems improvement research experience. APQC is
engineering, security best practices, working in collaboration with the SEI to
process improvement, and maturity evolve the SGMM and to analyze and
modeling, the SEI is partnering with maintain the data collected from organiza-
government and industry to improve the tions that use the SGMM.
security, resiliency, and interoperability
of the grid. With the support of the
Department of Energy and the National
Energy Technology Laboratory, the SEI
and its collaborator APQC are maintaining
and evolving the SGMM as a resource
for industry transformation.

For general information about the SEI

and for information about the SGMM
Customer Relations
Phone: 412-268-5800
FAX: 412-268-6257
info@sei.cmu.edu

Software Engineering Institute Get the latest release of the SGMM

4500 Fifth Avenue
Pittsburgh, PA 15313-2612
www.sei.cmu.edu
at www.sei.cmu.edu/goto/SGMM

1 SGMM Update October 2010